2012 Dept. of IT Quality Circle Presentation. Silver Medal Winner at Fiji National University Annual Quality Circle Convention 2012. By Team Leader: Sudhir Mudaliar
This document discusses quality circles, which are small voluntary groups of employees that meet regularly to identify and solve work-related problems. It describes how quality circles originated in Japan after World War II to improve quality and productivity. The key aspects of quality circles discussed include their definition, characteristics, objectives, basic problem-solving techniques used, and the process of operation. Charts and diagrams are also included to illustrate factors that can lead to waste and how causes are determined.
Quality circles are voluntary groups composed of employees who meet regularly to identify, analyze, and develop solutions to work-related problems. They are designed to improve organizational performance and motivate employees. Quality circles utilize techniques like brainstorming, flowcharts, checksheets, and cause-and-effect diagrams to systematically identify issues, analyze root causes, and develop solutions. When implemented effectively with management support, quality circles can result in benefits like improved employee engagement, problem-solving skills, communication, quality, productivity, and workplace morale.
This two-volume handbook provides guidance on implementing Total Quality Management (TQM) and Quality Control Circles (QCC). Volume I is intended for managers and explains the concepts and benefits of TQM and QCC. It also provides guidance on installing and implementing TQM and QCC programs in organizations. Volume II is a practical guide for starting QCC programs. It provides guidance for facilitators and circle leaders on carrying out daily QCC activities and solving common problems. The handbook aims to explain TQM and QCC at a level appropriate for different readers, from top managers to frontline employees.
This document provides an overview of quality circles. It defines quality circles as small groups of employees who voluntarily meet regularly to identify improvements in their work area. The document then discusses the history and origins of quality circles in Japan after World War II. It provides characteristics of quality circles and explains their objectives, how they work, and basic problem solving techniques used. The document also outlines advantages and limitations of quality circles and includes a case study example of a quality circle implemented in an organization.
Features:
The organization gets the total man
Humanize the work i.e. Quality of work life is stressed and improved
Brings out extra-ordinary qualities from ordinary people
To display the human capabilities fully and eventually draw out infinite possibilities
Prepares the employer and employees to meet the challenges of the changing time and condition
Quality Control Circle Action plan : A brief formatEngr. Abdun Noor
This presentation illustrates a brief guideline for the sequential activities of the Quality control circle which is also known as KAIZEN team or work improvement team. This is not any standard form. This may be customized add more information, data, analysis, reports, photos, videos as necessary.
This document provides information about quality circles and their process. It defines quality circles as small groups of employees who voluntarily meet regularly to identify, analyze, and solve quality and other workplace problems. The ideal size for a quality circle is 8 to 10 members. The quality circle process involves problem identification, selection, analysis using quality tools, coming up with solutions, agreeing on the best solution, creating an implementation plan, presenting to management, and implementing solutions. Quality circles can improve occupational safety, product design, manufacturing processes, quality service, and overall operational efficiency. Their advantages include providing continuity from one project to the next.
Process improvement techniques and its applicability in pharma mfg an overviewVikalpNagori1
The document discusses various process improvement techniques and their applicability in pharmaceutical manufacturing. It describes techniques like Six Sigma, Lean Manufacturing, Lean Six Sigma, Total Quality Management, Toyota Production System/Just-in-Time, Theory of Constraints, and tools like FMEA and PDCA cycle. These techniques aim to reduce defects, waste, variation and improve efficiency in pharmaceutical operations throughout the product lifecycle from development to manufacturing to distribution. The document emphasizes applying these techniques and tools at various stages like development, manufacturing, and lifecycle management to ensure defect-free quality and efficient processes.
This document discusses quality circles, which are small voluntary groups of employees that meet regularly to identify and solve work-related problems. It describes how quality circles originated in Japan after World War II to improve quality and productivity. The key aspects of quality circles discussed include their definition, characteristics, objectives, basic problem-solving techniques used, and the process of operation. Charts and diagrams are also included to illustrate factors that can lead to waste and how causes are determined.
Quality circles are voluntary groups composed of employees who meet regularly to identify, analyze, and develop solutions to work-related problems. They are designed to improve organizational performance and motivate employees. Quality circles utilize techniques like brainstorming, flowcharts, checksheets, and cause-and-effect diagrams to systematically identify issues, analyze root causes, and develop solutions. When implemented effectively with management support, quality circles can result in benefits like improved employee engagement, problem-solving skills, communication, quality, productivity, and workplace morale.
This two-volume handbook provides guidance on implementing Total Quality Management (TQM) and Quality Control Circles (QCC). Volume I is intended for managers and explains the concepts and benefits of TQM and QCC. It also provides guidance on installing and implementing TQM and QCC programs in organizations. Volume II is a practical guide for starting QCC programs. It provides guidance for facilitators and circle leaders on carrying out daily QCC activities and solving common problems. The handbook aims to explain TQM and QCC at a level appropriate for different readers, from top managers to frontline employees.
This document provides an overview of quality circles. It defines quality circles as small groups of employees who voluntarily meet regularly to identify improvements in their work area. The document then discusses the history and origins of quality circles in Japan after World War II. It provides characteristics of quality circles and explains their objectives, how they work, and basic problem solving techniques used. The document also outlines advantages and limitations of quality circles and includes a case study example of a quality circle implemented in an organization.
Features:
The organization gets the total man
Humanize the work i.e. Quality of work life is stressed and improved
Brings out extra-ordinary qualities from ordinary people
To display the human capabilities fully and eventually draw out infinite possibilities
Prepares the employer and employees to meet the challenges of the changing time and condition
Quality Control Circle Action plan : A brief formatEngr. Abdun Noor
This presentation illustrates a brief guideline for the sequential activities of the Quality control circle which is also known as KAIZEN team or work improvement team. This is not any standard form. This may be customized add more information, data, analysis, reports, photos, videos as necessary.
This document provides information about quality circles and their process. It defines quality circles as small groups of employees who voluntarily meet regularly to identify, analyze, and solve quality and other workplace problems. The ideal size for a quality circle is 8 to 10 members. The quality circle process involves problem identification, selection, analysis using quality tools, coming up with solutions, agreeing on the best solution, creating an implementation plan, presenting to management, and implementing solutions. Quality circles can improve occupational safety, product design, manufacturing processes, quality service, and overall operational efficiency. Their advantages include providing continuity from one project to the next.
Process improvement techniques and its applicability in pharma mfg an overviewVikalpNagori1
The document discusses various process improvement techniques and their applicability in pharmaceutical manufacturing. It describes techniques like Six Sigma, Lean Manufacturing, Lean Six Sigma, Total Quality Management, Toyota Production System/Just-in-Time, Theory of Constraints, and tools like FMEA and PDCA cycle. These techniques aim to reduce defects, waste, variation and improve efficiency in pharmaceutical operations throughout the product lifecycle from development to manufacturing to distribution. The document emphasizes applying these techniques and tools at various stages like development, manufacturing, and lifecycle management to ensure defect-free quality and efficient processes.
This document provides information about a Quality Circle project in a hospital pharmacy. The Quality Circle identified several problems like long wait times for patients, fatigue of pharmacists, and lack of organization. They used tools like brainstorming and an Ishikawa diagram to analyze causes. Their solutions included opening more dispensing windows, improving seating and organization, and pre-packing common medications. As a result, waiting times decreased significantly and strain on pharmacists was eliminated, improving quality of service and satisfaction of patients and staff.
The document discusses a quality circle team that is working on reducing employee absenteeism in the C shift at a power generation plant. The team has identified work-related problems, selected one problem to focus on, and defined the problem of high employee absenteeism during the C shift. They analyzed the impact of the problem, identified potential causes, and found the root causes to be lack of transportation and health issues. The team developed a plan to address these root causes through solutions like providing transportation and conducting health checkups, with the goal of reducing absenteeism from 17% to 5% during the C shift.
This document discusses process improvement techniques. It provides an overview of commonly used process improvement methodologies like DRIVE, Process Mapping, DMAIC, SPC, and Simulation. Process improvement techniques like Lean and Six Sigma are increasingly being used to redesign and optimize processes. These techniques require engagement from employees to achieve better results and ensure practices are embedded within an organization. Knowledge transfer partnerships can provide a cost-effective alternative to external consultants for process improvement projects. They allow access to university expertise and support for developing and delivering improvement projects. Some example cases and additional details on techniques are available in the listed sources.
The document provides an overview of tools and techniques for generating ideas and identifying opportunities for process improvement, including:
- Brainstorming to generate many ideas from a group in an uncritical environment.
- The Five Whys technique to determine the root cause of problems by asking "why" five times.
- Surveys and interviews to collect information from customers and employees.
- Three alignment questions to ensure capabilities match customer needs and organizational goals.
- Additional tools like contingency diagrams, multi-voting, nominal group technique, force field analysis, pairwise ranking, and affinity diagrams.
The section emphasizes getting employees involved in improvement efforts to generate ideas and excitement for making positive changes. Collecting the
This document discusses Quality Control (QC) Circles, which are small groups of employees who meet regularly to discuss work-related problems, investigate causes, recommend solutions, and take corrective actions. It provides details on the objectives, structure, roles, and process of QC Circles. The key points are:
1) QC Circles aim to improve quality, productivity, safety and reduce costs by empowering employees to use their creativity and wisdom.
2) They are composed of a steering committee (management), facilitator, leader, and 4-5 member teams who work to identify and solve issues using a structured problem-solving process.
3) The roles of each member are defined, with
The document discusses the Plan-Do-Check-Act (PDCA) model for continuous improvement. PDCA is an iterative four-step management method used to control and continuously improve processes and products. The four steps are: plan proposed improvements, do implement the plan, check analyze the results, and act determine what modifications should be made to the process based on the results. The document provides an overview of each step and gives an example of how PDCA was used by a leather goods supplier to reduce defects in the production preparation section from 0.4% to 0.2%.
TQM QCC / SGA BY DURAISAMY R - M/s SHRISHTI CONSULTANTS CHENNAI ( www.shrisht...Duraisamy R
TOTAL QUALITY MANAGEMENT (TQM ), QUALITY CONTROL CIRCLES ( QCC ), SMALL GROUP ACTIVITIES ( SGA ), PROBLEM SOLVING TOOLS ( PST ), TOTAL EMPLOYEE INVOLVEMENT ( TEI ) MODEL,
This document provides an overview of Lean Six Sigma and compares it to Lean and Six Sigma methodologies. It defines Lean Six Sigma as an approach that combines Lean manufacturing/Lean enterprise tools and Six Sigma tools to eliminate waste and reduce variation. It describes the DMAIC process used in Six Sigma and the Lean methodology of defining value streams. Key differences between Lean and Six Sigma are highlighted, such as Lean focusing on efficiency and reducing cycle time/inventory while Six Sigma focuses on effectiveness and reducing defects/variation. The document recommends starting with Lean projects to streamline processes before tackling more complex Six Sigma projects to eliminate chronic problems.
A presentation on the continuous improvement tool of total quality management, i.e. PDCA- Plan,Do,Check,Act. Covers the basics of PDCA to give an idea on it's need, use, methodology etc. The presentation will help the beginners gain knowledge about the PDCA cycle and will cover their basic needs on it.
This document discusses quality improvement approaches and how to engage employees. It advocates for a collaborative approach called "Quallaboration" where quality becomes part of everyday work through teamwork. Specific techniques mentioned include PDCA cycles, A3 reports, POT (Progress, Ownership, Transparency) meetings, and breaking work into smaller, manageable chunks. The document argues that quality is best improved through an incremental, data-driven approach where employees have ownership and transparency over problems and solutions.
The document provides an overview of the concept of Kaizen, which refers to continuous improvement. It discusses how Kaizen originated in Japan after World War II based on teachings from American experts. Key aspects of Kaizen include process improvement, eliminating waste, teamwork, and continuous small steps of change. Toyota is highlighted as a company that successfully applied Kaizen principles through eliminating muri, mura, and muda. Benefits of Kaizen include improved efficiency, serving as a learning experience, and being widely applicable.
This document provides an overview of Lean Six Sigma concepts and tools. It begins with objectives around improving product launches, quality, and productivity. It then defines Lean Six Sigma as an ongoing process of adding value and increasing productivity through creativity and significant changes. Key aspects covered include the five principles of Lean Thinking, the DMAIC process improvement model, Six Sigma quality levels, and the seven types of waste. Overall the document serves as an introduction to Lean Six Sigma for understanding its goals and basic approaches.
8D Training Material From VDiversify.com | 8D Training Material PDF Free Down...VDiversify
Note: Whoever is using this Training Material on their Website shall Link back to www.vdiversify.com as the Original Author...
The 8D (Eight Disciplines) approach is a robust and systematic problem-solving process or methodology, that is widely adopted in the manufacturing, process and other industries.
This 8D training material is completely free and can be used by any organization, professionals, engineers, trainers or teachers all over the world for teaching its employees or students.
The document discusses concepts related to continuous quality improvement in manufacturing, including Just-in-Time (JIT) production, kaizen, gemba, and muda. JIT aims to increase efficiency by reducing waste of materials, time and effort. Kaizen refers to ongoing, incremental improvements involving employees. Gemba means the real workplace or production floor where value is added. Muda means any non-value adding waste that should be eliminated, such as overproduction or unnecessary motion. Quality circles, employee involvement, and eliminating waste are emphasized as part of an overall philosophy of continuous improvement.
The document provides an overview of key business improvement methodologies including Total Quality Management (TQM), Lean, and Six Sigma. It discusses the origins and key principles of each approach. TQM emerged from the Japanese quality evolution of the 1950-1980s and focuses on customer satisfaction through continuous improvement and employee involvement. Lean focuses on eliminating waste through flow and pull systems. Six Sigma aims for near perfect process performance through definition, measurement, analysis, improvement and control using statistical tools. The document also explores the integration of Lean and Six Sigma approaches.
PDCA is a kind of systematic approach to implement any system in any type of organization. Now days PDCA is the common approached followed by ISO for all its international standards.
Learn more about it by going through the slides.
The document provides an overview of a training course for the Service Excellence Program, outlining objectives to help participants understand how to apply problem-solving tools to improve processes using Lean Six Sigma methodologies and recognizing how the culture of Ventura County is evolving. The training will involve exercises and simulations to give hands-on experience applying concepts taught in the course.
This document discusses the application of Lean Six Sigma (LSS) processes to improve drug discovery within AstraZeneca. It describes a LSS project conducted within the Discovery Drug Metabolism and Pharmacokinetics department. The project aimed to improve the process of gathering pharmacokinetic data for lead optimization projects within tighter timelines. Through defining, measuring, analyzing, improving and controlling the process, the project identified inefficiencies and variability that could be addressed. Implementation of changes resulted in dramatic reductions in variability and turnaround times for providing pharmacokinetic data to meet project needs.
This document summarizes a quality control circle (QCC) workshop from November 7 to December 7, 2011 that aimed to reduce wrinkle defects in a classic leather shoe model produced in Area 2B. The team of 8 members from different departments developed a project plan and tracked their progress. Their goal was to reduce the defect rate of 6.1% to the target of 3% or lower, which could save the company an estimated $1,518 per order through reduced costs from lowering prices on defective shoes. They applied the CEDAC problem-solving method and created a Gantt chart to manage their activities.
This document provides information about a Quality Circle project in a hospital pharmacy. The Quality Circle identified several problems like long wait times for patients, fatigue of pharmacists, and lack of organization. They used tools like brainstorming and an Ishikawa diagram to analyze causes. Their solutions included opening more dispensing windows, improving seating and organization, and pre-packing common medications. As a result, waiting times decreased significantly and strain on pharmacists was eliminated, improving quality of service and satisfaction of patients and staff.
The document discusses a quality circle team that is working on reducing employee absenteeism in the C shift at a power generation plant. The team has identified work-related problems, selected one problem to focus on, and defined the problem of high employee absenteeism during the C shift. They analyzed the impact of the problem, identified potential causes, and found the root causes to be lack of transportation and health issues. The team developed a plan to address these root causes through solutions like providing transportation and conducting health checkups, with the goal of reducing absenteeism from 17% to 5% during the C shift.
This document discusses process improvement techniques. It provides an overview of commonly used process improvement methodologies like DRIVE, Process Mapping, DMAIC, SPC, and Simulation. Process improvement techniques like Lean and Six Sigma are increasingly being used to redesign and optimize processes. These techniques require engagement from employees to achieve better results and ensure practices are embedded within an organization. Knowledge transfer partnerships can provide a cost-effective alternative to external consultants for process improvement projects. They allow access to university expertise and support for developing and delivering improvement projects. Some example cases and additional details on techniques are available in the listed sources.
The document provides an overview of tools and techniques for generating ideas and identifying opportunities for process improvement, including:
- Brainstorming to generate many ideas from a group in an uncritical environment.
- The Five Whys technique to determine the root cause of problems by asking "why" five times.
- Surveys and interviews to collect information from customers and employees.
- Three alignment questions to ensure capabilities match customer needs and organizational goals.
- Additional tools like contingency diagrams, multi-voting, nominal group technique, force field analysis, pairwise ranking, and affinity diagrams.
The section emphasizes getting employees involved in improvement efforts to generate ideas and excitement for making positive changes. Collecting the
This document discusses Quality Control (QC) Circles, which are small groups of employees who meet regularly to discuss work-related problems, investigate causes, recommend solutions, and take corrective actions. It provides details on the objectives, structure, roles, and process of QC Circles. The key points are:
1) QC Circles aim to improve quality, productivity, safety and reduce costs by empowering employees to use their creativity and wisdom.
2) They are composed of a steering committee (management), facilitator, leader, and 4-5 member teams who work to identify and solve issues using a structured problem-solving process.
3) The roles of each member are defined, with
The document discusses the Plan-Do-Check-Act (PDCA) model for continuous improvement. PDCA is an iterative four-step management method used to control and continuously improve processes and products. The four steps are: plan proposed improvements, do implement the plan, check analyze the results, and act determine what modifications should be made to the process based on the results. The document provides an overview of each step and gives an example of how PDCA was used by a leather goods supplier to reduce defects in the production preparation section from 0.4% to 0.2%.
TQM QCC / SGA BY DURAISAMY R - M/s SHRISHTI CONSULTANTS CHENNAI ( www.shrisht...Duraisamy R
TOTAL QUALITY MANAGEMENT (TQM ), QUALITY CONTROL CIRCLES ( QCC ), SMALL GROUP ACTIVITIES ( SGA ), PROBLEM SOLVING TOOLS ( PST ), TOTAL EMPLOYEE INVOLVEMENT ( TEI ) MODEL,
This document provides an overview of Lean Six Sigma and compares it to Lean and Six Sigma methodologies. It defines Lean Six Sigma as an approach that combines Lean manufacturing/Lean enterprise tools and Six Sigma tools to eliminate waste and reduce variation. It describes the DMAIC process used in Six Sigma and the Lean methodology of defining value streams. Key differences between Lean and Six Sigma are highlighted, such as Lean focusing on efficiency and reducing cycle time/inventory while Six Sigma focuses on effectiveness and reducing defects/variation. The document recommends starting with Lean projects to streamline processes before tackling more complex Six Sigma projects to eliminate chronic problems.
A presentation on the continuous improvement tool of total quality management, i.e. PDCA- Plan,Do,Check,Act. Covers the basics of PDCA to give an idea on it's need, use, methodology etc. The presentation will help the beginners gain knowledge about the PDCA cycle and will cover their basic needs on it.
This document discusses quality improvement approaches and how to engage employees. It advocates for a collaborative approach called "Quallaboration" where quality becomes part of everyday work through teamwork. Specific techniques mentioned include PDCA cycles, A3 reports, POT (Progress, Ownership, Transparency) meetings, and breaking work into smaller, manageable chunks. The document argues that quality is best improved through an incremental, data-driven approach where employees have ownership and transparency over problems and solutions.
The document provides an overview of the concept of Kaizen, which refers to continuous improvement. It discusses how Kaizen originated in Japan after World War II based on teachings from American experts. Key aspects of Kaizen include process improvement, eliminating waste, teamwork, and continuous small steps of change. Toyota is highlighted as a company that successfully applied Kaizen principles through eliminating muri, mura, and muda. Benefits of Kaizen include improved efficiency, serving as a learning experience, and being widely applicable.
This document provides an overview of Lean Six Sigma concepts and tools. It begins with objectives around improving product launches, quality, and productivity. It then defines Lean Six Sigma as an ongoing process of adding value and increasing productivity through creativity and significant changes. Key aspects covered include the five principles of Lean Thinking, the DMAIC process improvement model, Six Sigma quality levels, and the seven types of waste. Overall the document serves as an introduction to Lean Six Sigma for understanding its goals and basic approaches.
8D Training Material From VDiversify.com | 8D Training Material PDF Free Down...VDiversify
Note: Whoever is using this Training Material on their Website shall Link back to www.vdiversify.com as the Original Author...
The 8D (Eight Disciplines) approach is a robust and systematic problem-solving process or methodology, that is widely adopted in the manufacturing, process and other industries.
This 8D training material is completely free and can be used by any organization, professionals, engineers, trainers or teachers all over the world for teaching its employees or students.
The document discusses concepts related to continuous quality improvement in manufacturing, including Just-in-Time (JIT) production, kaizen, gemba, and muda. JIT aims to increase efficiency by reducing waste of materials, time and effort. Kaizen refers to ongoing, incremental improvements involving employees. Gemba means the real workplace or production floor where value is added. Muda means any non-value adding waste that should be eliminated, such as overproduction or unnecessary motion. Quality circles, employee involvement, and eliminating waste are emphasized as part of an overall philosophy of continuous improvement.
The document provides an overview of key business improvement methodologies including Total Quality Management (TQM), Lean, and Six Sigma. It discusses the origins and key principles of each approach. TQM emerged from the Japanese quality evolution of the 1950-1980s and focuses on customer satisfaction through continuous improvement and employee involvement. Lean focuses on eliminating waste through flow and pull systems. Six Sigma aims for near perfect process performance through definition, measurement, analysis, improvement and control using statistical tools. The document also explores the integration of Lean and Six Sigma approaches.
PDCA is a kind of systematic approach to implement any system in any type of organization. Now days PDCA is the common approached followed by ISO for all its international standards.
Learn more about it by going through the slides.
The document provides an overview of a training course for the Service Excellence Program, outlining objectives to help participants understand how to apply problem-solving tools to improve processes using Lean Six Sigma methodologies and recognizing how the culture of Ventura County is evolving. The training will involve exercises and simulations to give hands-on experience applying concepts taught in the course.
This document discusses the application of Lean Six Sigma (LSS) processes to improve drug discovery within AstraZeneca. It describes a LSS project conducted within the Discovery Drug Metabolism and Pharmacokinetics department. The project aimed to improve the process of gathering pharmacokinetic data for lead optimization projects within tighter timelines. Through defining, measuring, analyzing, improving and controlling the process, the project identified inefficiencies and variability that could be addressed. Implementation of changes resulted in dramatic reductions in variability and turnaround times for providing pharmacokinetic data to meet project needs.
This document summarizes a quality control circle (QCC) workshop from November 7 to December 7, 2011 that aimed to reduce wrinkle defects in a classic leather shoe model produced in Area 2B. The team of 8 members from different departments developed a project plan and tracked their progress. Their goal was to reduce the defect rate of 6.1% to the target of 3% or lower, which could save the company an estimated $1,518 per order through reduced costs from lowering prices on defective shoes. They applied the CEDAC problem-solving method and created a Gantt chart to manage their activities.
The document discusses quality circles (QCC), which are voluntary groups of workers that work to identify and solve work-related problems in order to improve organizational performance. Quality circles were first established in Japan in 1962 and involved workers volunteering to improve processes. The document then provides an example of a quality circle registration form and theme selection criteria used by Procon Engineering to establish a quality circle focused on preventative maintenance of key machines.
Dokumen tersebut membahas proses pengurangan jam kerja dalam penginputan data cuti tahunan dan besar. Saat ini terjadi penginputan ganda pada sistem cuti online dan sistem AMS yang menyebabkan penambahan jam kerja. Diusulkan integrasi sistem cuti online dan AMS agar data dapat tersinkronisasi secara real-time dan mengurangi penginputan ganda serta jam kerja. Hal ini diharapkan dapat meningkatkan efisiensi proses dan mengurangi bi
The document describes the implementation of quality circles at a manufacturing facility. It introduces quality circles as small groups of frontline workers who meet regularly to identify work improvements. Thirteen quality circle teams were formed across different production areas in the coil shop. Each team selected a project to work on related to their work area, such as reducing leak rates, scrap amounts, or increasing productivity. The teams used problem-solving tools and methods like DMAIC to define issues, measure baseline data, analyze causes, improve processes, and ensure sustained results. Several teams achieved improvements like lowering return bend leak rates from 2.1% to 1.1% and brazing leak rates from 3.0% to 1.0%. Overall the quality circles
This document provides information about building skills and preparing for work. It defines what skills are, lists different types of skills including technical, transferable, personal, and knowledge-based skills. It also categorizes transferable skills and provides examples. The document recommends assessing strengths, gaining relevant experience through internships and training programs, and developing skills in areas like communication, leadership, and computer proficiency. It provides tips for writing resumes, cover letters, and practicing interviews.
This document discusses key concepts and thinkers related to quality management including Deming, Juran, Shewhart, Taguchi, Ishikawa, Ohno, and Shingo. It also defines terms like quality assurance, quality control, total quality management, and Six Sigma. Finally, it outlines the history and evolution of the ISO standards for quality management systems from ISO 9000 in 1987 to the current ISO 9001:2008 standard which emphasizes customer focus, leadership, engagement of people and continual improvement.
The document provides information for competitors participating in the 8th annual Queen's Case Competition (QCC) taking place on September 23-24, 2016. It includes messages from the QCC Director and I.C.B.C. Co-Chairpersons welcoming competitors and emphasizing the opportunities to improve case skills and network. The weekend schedule and competition rules are outlined for the Maroon and Gold streams. The document also introduces the unique Texas Style case format for the Gold stream and lists the competition sponsors.
Ford has been in business for over 119 years since being founded by Henry Ford in 1903. It started the assembly line and produced the iconic Model T. Ford introduced many automotive firsts like the first truck in 1917 and helped put a man on the moon. In recent decades, Ford has focused on quality improvement practices like Total Quality Management and Six Sigma to strengthen its competitiveness in the automobile industry.
This document summarizes research on using SRI (System of Rice Intensification) methods and other water saving techniques to increase rice yields and water use efficiency in Sichuan, China. Key points include:
- SRI methods increased average rice yields in Sichuan by 20-55% and reduced water use by 25.6% compared to conventional practices.
- Improved SRI techniques for Sichuan include using tray nurseries, transplanting younger seedlings in oblong patterns with triangles, applying herbicides, and using shallow furrows with alternate wetting and drying for water management.
- Adoption of SRI and other water saving methods like dry seedbed nurseries and mul
Total Quality Managemnt Practices of Toyoya Motors and FordFatima Tafakhar
This document compares the total quality management practices of Toyota Motors and Ford Motors. It discusses their approaches to leadership, customer satisfaction, employee involvement, continuous improvement, supplier relationships, and tools/techniques. For both companies, it outlines their histories, models, market shares, and describes how they implement concepts like lean manufacturing, Just-In-Time, ISO certifications, and focus on leadership, employees, customers, suppliers and continuous process improvement.
A quality circle is a participatory management technique that enlists the help of employees in solving problems related to their own jobs. Circles are formed of employees working together in an operation who meet at intervals to discuss problems of quality and to devise solutions for improvements.
This document provides an overview of quality circles and their implementation. Some key points:
1. Quality circles are small groups of employees who voluntarily meet regularly to identify, analyze, and solve work-related problems and recommend solutions to management.
2. They originated in Japan after World War II to improve productivity and quality standards. Their use spread globally as an effective participative management technique.
3. Examples of quality circle implementations are provided for organizations like the Public Works Department of Maharashtra government, Tata Memorial Hospital, Toyota, and Vodafone.
Dokumen tersebut memberikan panduan tentang tata cara yang tepat dalam menerima tamu kantor, meliputi pengertian tamu kantor, hal-hal yang perlu diperhatikan saat menerima tamu, penanganan ruang tamu, tata cara mengantar dan melayani tamu, serta etika sekretaris dalam melayani tamu.
The quality circle aims to reduce leaks from the coil assembly process in the brazing area. They identified work distribution as a major cause of leaks and improved it by distributing work according to coil model and brazing type. Data was collected before and after the improvement, which showed reduced leak rates and improved production yields, meeting the quality circle's goals.
The document provides an overview of North Carolina's Problem Solving Model (PSM) approach to Response to Intervention (RtI). It describes the PSM as having four tiers and involving assessment through curriculum-based measurement and formative assessment. The core components of the PSM are explained as systematic analysis, functional assessment, use of data, instructional planning, plan implementation, and progress monitoring. The seven step problem-solving process is outlined, with each step defined. Implementation of RtI through the PSM tiers is discussed, with Tier IV representing potential special education referral. The goal of the PSM approach is to ensure positive student outcomes through identifying and implementing effective instructional strategies for all learners
The document provides information about selecting solutions for process improvement projects. It discusses an 8-step problem solving process and lists tools that can be used, including brainstorming, process mapping, and selection matrices. The objectives are to understand idea generation principles, apply brainstorming tools, and use methods to select improvement ideas. Sources of solutions are identified, such as root causes, best practices, and past projects. Guidelines are given for generating many ideas through techniques like brainstorming and building on others' suggestions. Rules for effective brainstorming include allowing ideas without criticism and focusing on quantity over quality initially.
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTTKMG, Inc.
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In today's world of rapid change, it's increasingly important for organizations to build rapid problem-solving and execution capabilities.
In this webinar, you'll learn how to use Kaizen Events (aka Rapid Improvement Events) and the elements of Kaizen Events to not only get fast results, but to also change organizational paradigms and behaviors.
The document discusses transitioning technical professionals from classroom learning to job performance. It outlines challenges like bridging the gap between learning and job requirements, developing new curriculum quickly, and gaining subject matter expert buy-in for a performance-based approach. The solution involved conducting a performance analysis to identify key outcomes, developing modular courses aligned to outcomes, and managing change by involving subject matter experts throughout the process. Through this approach, the organization was able to successfully develop new technical courses within a tight 12-week timeline.
This document introduces the return on investment (ROI) methodology for measuring the value of project management. It discusses why measuring value is important, as most projects are over budget and behind schedule. The ROI methodology provides a 10-step process for conducting an evaluation, including planning objectives, collecting data during and after implementation, analyzing data, calculating costs and benefits, and reporting results. Implementing ROI can help justify budgets, improve processes, and show how project management contributes to business goals.
In today’s economic environment, all companies strive to control expenses and manage resources efficiently. Most feel this goal is achieved through deploying technology. That is not always the case.
In this session, learn how Amylin Pharmaceutical’s top continuous improvement project surpassed tough targets in procurement and accounts payable, without introducing technology. Discover how to:
- Use Kaizen methodologies with a cross-functional team
- Find solutions without adding software or capital expenditures
- Save money and redirect staff to perform value-added tasks
This document discusses challenges that can arise on Agile projects. Some challenges are caused by Agile practices, such as integration issues between parallel teams or support work disrupting development. Other challenges are exposed by Agile, like unreliable estimates or immature teams. Technical debt can accumulate if work isn't fully completed within iterations. Blocking issues can compromise iterations due to their short timeboxes. Stakeholders may have unrealistic expectations if not properly educated. Projects with heavy design or R&D needs may find iterations too short. Addressing challenges involves questioning their root cause, process tailoring, and learning from other teams' experiences.
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Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
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[To download this presentation, visit:
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
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[To download this presentation, visit:
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20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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Qual-IT-yes2012
1. QUAL-IT-YES
TEAM MEMBERS:
Sachin Deo – Manager IT (Facilitator)
Sudhir Mudaliar – Team Leader
Sheetal Devi
Apikali Qalo
Kelerayani Vuli
Prity Ram
Jashvir Bir
Rajneel Karan
Ulaiasi Vukinawasawasa
Ranadi Cula
2. Code of Conduct
Punctual – Be punctual in the meeting
Respect each others view
Criticize the ideas not the person
Be attentive - Pay attention in the meeting
Everyone is equal during circle meeting
Maintain a friendly attitude
Carryout assignments on schedule and meet
deadline
Decisions and conclusions should be made based
on facts and data
Share your Ideas openly
Quorum for QCC – 5
$1 fine for late comers
Role of Secretary to be rotational
2
QCC Project 2012 Team Qual-IT-yes
3. GANTT CHART FOR QC 2011/12
2011 2012
MA
Task MAR APR MAY JUN JUL AUG SEP OCT MAR APR Y JUN JUL AUG SEP OCT NOV
Brainstorming session
Prioritise and Finalise
problem
Identify Problem
Statement
Root Cause Analysis
Data Collection
Review and Analyse Data
Identify Solutions
Presentation to
Management
Implement Solutions
identified
Collect Data after
implementation of
solution
Analyse data – to see if
desired effect has been
achieved
Incorporate as work
standard
Prepare for presentation 02
at Internal Convention. NOV
3
QCC Project 2012 Team Qual-IT-yes
4. Plan-Do-Check -Act
Identify Problem / Define Problem’s Root
Identify Problem / Define Problem’s Root
Try a Different Solution? Cause
Try a Different Solution? Cause
or… Identify Solution Criteria
or… Identify Solution Criteria
Incorporate as Work Standard Identify Alternative Solutions
Incorporate as Work Standard Identify Alternative Solutions
And Identify Next Opportunity Evaluate Solutions
And Identify Next Opportunity Evaluate Solutions
Select Solution
Select Solution
Develop Implementation Plan
Develop Implementation Plan
Implement Solutions:
Implement Solutions:
Analyze data collected. Begin Implementation
Analyze data collected. Begin Plan (including Data
Implementation
Plan (including Data
Collection).
Did Solution have Desired Effect? Collection).
Did Solution have Desired Effect? Conduct Training.
Conduct Training.
4
QCC Project 2012 Team Qual-IT-yes
5. Tools and Technique Used
Brainstorming
Decision Matrix
Check Sheets
Fish Bone Diagram
Pareto Chart
5
QCC Project 2012 Team Qual-IT-yes
7. Problem Selection: Brainstorming
1. Poor Customer Service
2. Punctuality of Staff
3. FNPF not releasing more than $2000.
4. No proper Customer Database
5. Low Student Retention
6. Lack of space
7. Unhygienic restrooms
8. Unsuccessful industry visit
9. Demand for Professional training not met
10. Payment complaints
11. Deferment of courses
12. Inadequate training equipment
8
QCC Project 2012 Team Qual-IT-yes
8. Selection of the Main Problem
A check sheet was handed out to all the
members to rate the problems.
The data was analyzed and the problems
were ranked. For the data click here.
9
QCC Project 2012 Team Qual-IT-yes
9. DECISION MATRIX
Problems Total Rank
Low Student Retention 29 1
Poor Customer Service 40 2
Punctuality of Staff 51 3
No proper Customer Database 57 4
FNPF not releasing more than $2000. 58 5
Unhygienic restrooms 62 6
Inadequate training equipments 64 7
Unsuccessful industry visit 71 8
Payment complaints 79 9
Lack of space 80 10
Demand for Professional training not met 81 11
Deferment of courses 82 12
Rating on a Scale of 1 -10
(1 - Highest Priority 10 - Least Priority)
10
QCC Project 2012 Team Qual-IT-yes
10. MOST CRITICAL PROBLEM
FROM DECISION MATRIX
Low Student
Retention.
11
QCC Project 2012 Team Qual-IT-yes
12. Identification of Root Cause
Brainstorming, was used to list down the
causes
Causes were then placed in the Fishbone
Diagram.
14
QCC Project 2012 Team Qual-IT-yes
14. Outcome
16 causes were identified using the
Ishikawa Diagram.
The 16 causes were put on a check sheet
and feedback from the students were
gathered.
Using the frequency the pareto chart was
developed. From the Vital few, the root
cause was decided through a consensus
between the members.
16
QCC Project 2012 Team Qual-IT-yes
15. Pareto Chart – Before
Implementation
17
QCC Project 2012 Team Qual-IT-yes
16. Root Cause
After analysing the vital few causes, the
team came to a consensus that the root
cause is:
Lack of awareness on training
programs.
18
QCC Project 2012 Team Qual-IT-yes
17. Potential Loss incurred due to Lack of
Awareness on Training Programs
Student retention rate = returning students
overall number of students.
Particulars 2010 2011
Total Number of Enrolments 800 750
Total Number of Students 420 350
Total Number of One Time Students 349 378
Total Number of Returning Students 100 70
Retention Rate 24% 20%
Returning Student Revenue $ 199,645.00 $ 185,020.00
There was a 4% decrease in student
retention rates from 2010 to 2011.
Comparatively the revenue lost was
$14,625.
19
QCC Project 2012 Team Qual-IT-yes
18. Intangible Costs
Stress to staff on not achieving their
participant number targets.
20
QCC Project 2012 Team Qual-IT-yes
20. Solutions
Brainstorming was done by the members
to list down the solutions and later the
Ishikawa diagram for solutions was
generated.
22
QCC Project 2012 Team Qual-IT-yes
22. Solutions
Develop a career pathway.
Develop a standard DIT Student
orientation presentation to be used as a
mandatory introduction in all trainings
Install a new LCD monitor in the
reception to display the new programs,
upcoming programs, pathways
Develop new programs
Develop modular programs in
conjunction with other department
24
QCC Project 2012 Team Qual-IT-yes
23. Cost of Implementation
Cost of LCD - $400
Time for Creating Pathway
10hrs x $16 x 1 = $160
Time for Creating Trainer Orientation
10hrs x $16 x 1 = $160
Time for Creating and Updating Info for
the monitor slideshow
6hrs x $16 x 1 = $96 (Creating)
4hrs x 12 months x 16 x 1 = $768 (Updating)
25
QCC Project 2012 Team Qual-IT-yes
24. Cost of Implementation (cont’d)
Time for Developing and Reviewing New
Programs
140hrs x $16 x 5 = $11,200 (Creating)
22.5hrs x $16 x 5 = $1,800 (Updating)
Total= 400 + 160 + 96 + 160 + 96 + 768 +
11,200 + 1,800
= $14,680
26
QCC Project 2012 Team Qual-IT-yes
26. Solutions
Develop a career pathway.
28
QCC Project 2012 Team Qual-IT-yes
27. Solutions
Develop a standard DIT Student
orientation presentation to be used as a
mandatory introduction in all trainings
29
QCC Project 2012 Team Qual-IT-yes
28. Solutions
Install
a new LCD monitor in the
reception to display the new programs,
upcoming programs, pathways
30
QCC Project 2012 Team Qual-IT-yes
29. Solutions
New Programs Developed for 2012
43 New Programs were developed and
offered in 2012.
Course List
One Modular program offered in
partnership with Department of
Productivity and Quality. We offered MS
Project module in their 7 module Project
Management Course.
31
QCC Project 2012 Team Qual-IT-yes
32. Results/ Achievements
BEFORE AFTER
2011 2012
Student retention rates : 20% Student retention rates : 51%
The revenue from the The revenue from the
returning students : returning students :
$185,020.00 $397, 260.00
There is an increase of 31%
There is an increase of $212,240.00.
This huge increase was due to mainly short courses
students returning to do TAFE Diploma of IT.
34
QCC Project 2012 Team Qual-IT-yes
33. Results/ Achievements (cont’d)
BEFORE AFTER
2011 2012
The returning student The returning student
numbers : numbers :
70 249
There is an increase of 179 participants.
35
QCC Project 2012 Team Qual-IT-yes
34. Results/ Achievements (cont’d)
BEFORE AFTER
2011 2012
Returning students revenue Returning students revenue
makes up 19.2% of total makes up 83.2% of total
revenue of the Suva Centre. revenue of the Suva Centre.
= 185,020/962,488.90 x 100 = 397,260/477,688.36 x 100
= 19.2% = 83.2%
($962,488.90 is DIT Suva Centre’s ($477,688.36 is DIT Suva Centre’s
Total Revenue as per 2011 Annual Total Revenue as at September
Centre Report) 2012 as per DIT Suva Centre
September Report)
There is an increase of 64%.
36
QCC Project 2012 Team Qual-IT-yes
35. Results/ Achievements (cont’d)
As per the student feedback questionnaires
distributed to participants:
BEFORE AFTER
5% of the students chose information 20% of the students chose information
availability as the reason for coming availability as the reason for coming
back for a training back for a training
8% of the students chose career 20% of the students chose career
pathway as the reason for coming back pathway as the reason for coming back
for a training for a training
0% of the students chose Class 8% of the students chose Class
orientation/introduction as the reason orientation/introduction as the reason
for enrolling for any other course for enrolling for any other course
Detailed questionnaire analysis is here.
37
QCC Project 2012 Team Qual-IT-yes
36. Actual Courses Conducted
58% of the courses conducted as at 30
September 2012 are from the new programs
developed as a solution to this project.
38
QCC Project 2012 Team Qual-IT-yes
37. Results - 3 Year Trend
As at
Particulars 2010 2011
September,2012
Total Number of Enrolments 800 750 950
Total Number of Students 420 350 490
Total Number of One Time
349 378 241
Students
Total Number of Returning
100 70 249
Students
Retention Rate 24% 20% 51%
Returning Student Revenue $ 199,645.00 $ 185,020.00 $ 397,260.00
Qual-IT-yes had a target of increasing the student retention rate
by 5% by September 2012. There is an increase of 31% in the
student retention rate as at September 2012. Click here for the
data.
39
QCC Project 2012 Team Qual-IT-yes
38. Pareto Chart Analysis
BEFORE AFTER
Detailed Root cause data analysis and after implementation data
analysis is here.
40
QCC Project 2012 Team Qual-IT-yes
39. Intangible Benefits
Trainers confident with the use of the
new slides and the participants are better
informed
More time for staff to prepare
LCD gives the reception a more modern
look
41
QCC Project 2012 Team Qual-IT-yes
41. Acts/Standardization
Career pathway to be available to every
participant.
Student Orientation Presentation made
mandatory for all the trainings offered by
DIT. It has been incorporated in the
lesson plans of ALL DIT courses.
43
QCC Project 2012 Team Qual-IT-yes
42. Review
The content which is displayed in the
reception is reviewed weekly to update
the information of upcoming programs.
The programs developed are also
reviewed on an annual basis to maintain
the currency of the program to the
industry and technology. This is done in
the annual DIT Planning week.
44
QCC Project 2012 Team Qual-IT-yes
43. Challenges
Most of the members are trainers so the
attendance was a major problem.
Members also had difficulty working on
the tasks assigned due to classes.
QC knowledge was lacking because no
refresher training was provided.
45
QCC Project 2012 Team Qual-IT-yes
44. Summary - ROI
Returns = Revenue - Expenses
= $397,260 – $331,050
= $66,210
ROI = Returns/Investment
= 66,210/14,680
= 451.02%
46
QCC Project 2012 Team Qual-IT-yes
45. Achievements Summary
There was an increase in :
Student Retention Rate by 31% in 2012
Increase in Returning Students Revenue by $212,240.00
Returning Students Enrollments Increased by 179 enrolments
Returning Students Revenue in relation to Overall Revenue increased
by 64%
Overall Student Feedback was positive in 2012
58% of courses conducted at DIT Suva Centre were new courses.
As per the results, the project was a huge
success!
47
QCC Project 2012 Team Qual-IT-yes